It is not uncommon to hear a doctor or office manager lament that they are so busy, they can’t get anything done. It is all the daily tasks that keep them from planning, looking ahead, or improving. “It just seems like I am always putting out fires,” is a common way to express this frustration.
The Millennial generation grew up using computers in classrooms and at home, thus they embrace a world full of technology that excites, providing instant feedback, gratifications, sometimes sadness, and rapid changes in their everyday world.
At a recent meeting I attended one of the discussions included a quick and brief outline of what is termed SWOT. SWOT stands for Strength, Weaknesses, Opportunities, and Threats. The idea here is that a scan of the internal and external environment is an important part of a strategic planning process for any business.
I started my own practice on January 4 —finally—after six years in practice. This decision was hardly a hasty one because I dreamed of having my own practice since the first day of OD school. Like most ODs fresh out of school, however, I was saddled by debt and fear of the unknown.
I like to describe my practice as “concierge like.” We are all familiar with the concept of MD VIP practices. They require patients to pay a flat fee to be part of the practice’s patient base, and, in return, the patient has free access to his physician at any time.
Point-of-care (POC) diagnostic laboratory testing is not common in eye care. This is not due to any lack of clinical need—it is rather the result of a lack of specific tests known to demonstrate diagnostic and/or treatment relevance to the optometrist and a general resistance to adopting new diagnostic technologies.
How can your office avoid spending a lot of staff time on patient vision care plan questions and better ensure that you get paid? We asked optometrists on ODs on Facebook and ODwire how they handle this common problem.